Working with the Core Team of a silicon carbide manufacturing facility

Background

Responding to global demand for silicon carbide, a semiconductor that makes electric cars more efficient, the Owner followed construction of a manufacturing facility in New York State with a much larger project in North Carolina that will increase production capacity ten fold.

Obstacle

With the market clamoring for silicon carbide, speed and efficiency at scale was of the essence. Meeting aggressive schedule and budget goals while delivering over 2 million square feet of space, all while literally inventing the manufacturing process on the fly, puts tremendous pressure on project leadership to get things right the first time.

Approach

We quickly learned that guiding the large leadership group on the project towards consensus would require more than common lean and IPD tools. Helping project leadership to focus on project priorities, resolve technical issues, and conduct overall Core Group business takes servant leadership to build trust, dedication, and willingness to collaborate, which is leveraged on a daily basis.

Creating common ground for dozens of project leaders can be challenging on any project, and especially on a project of this scale. Everyone must get in the same boat and start pulling in the same direction, toward the same goals. When it comes to tough decisions, the “jury” of Core Group members must be able to reach a verdict with the best information, experience, and foresight available to them at the time.

We coached the Core Group through every contract milestone and stage of the project, using various tools and methods:

• Trust and relationship building, preferably in person
• Planning and tracking decision points to align day-to-day work with the overall project plan
• Facilitating large and small meetings to allow the team to focus on the work of the project
• Milestone planning to align work and meet milestones
• Reliable promising to build a sense accountability within the team

Results

With our guidance, the Core Group negotiated and signed their IPD contract, completed Validation, and executed an EMP Amendment, simultaneously developing a program and design and enclosing over 2M sq ft of construction in 13 months.

Lessons Learned

The Core Group grew from IPD beginners into a highly productive lean team. 

Don’t forget the human aspect. COVID shifted the world to virtual and hybrid use remains as the norm, especially in the design phase. Therefore, special attention must be paid to judiciously bringing teammates together for in-person work and play.

Recommendation: Develop trusting relationships early on through in-person meetings, reliability, and shared laughter. 

You have to do what you say you will do. We understand projects as networks of commitments. Projects succeed when people learn to make and secure reliable commitments. Successful IPD is about showing respect for people by asking tough questions, and holding each other accountable for responsibilities and commitments.

Recommendation: Develop a culture of Reliable Promising and Respect for People.